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Purpose This study examines how key social characteristics in organizations shape employees’ negative experiences with EPM, particularly in scenarios with different characteristics of EPM and benefits for employees’ task accomplishment. Design/methodology/approach A scenario-based approach was conducted (N = 886) in which employees were confronted with a software that monitors their work behavior. Technology characteristics (access to and use of EPM data (employee only/leader), a benefit of the assistive system (workload reduction low/high) and social characteristics ((leader–member exchange (LMX low/high), leadership style (task-oriented/relationship-oriented) and works council support (yes/no)) were manipulated. Additionally, employees’ normative belief regarding data transparency in companies was assessed. Findings When leaders had access to EPM data, employees experienced greater need thwarting, privacy invasion, evaluation anxiety and lower EPM acceptance. However, a strong belief in transparency mitigated this effect. Contrary to expectations, other social characteristics did not further attenuate negative attitudes toward EPM, even when it offered benefits. Originality/value While advancements in digitalization and technology make it possible to monitor and evaluate employees, with research indicating negative employee reactions, research on the influence of the social context on EPM use and its impact on individual work outcomes remains limited. This study sheds light on the limited influence of the social characteristics on employees’ perceptions of EPM.
Wolff et al. (Mon,) studied this question.